tag:www.econsultancy.com,2008:/topics/digital-strategy Latest Digital Strategy content from Econsultancy 2016-05-05T12:01:00+01:00 tag:www.econsultancy.com,2008:BlogPost/67812 2016-05-05T12:01:00+01:00 2016-05-05T12:01:00+01:00 People & Process: Four key takeaways from Digital Cream 2016 Luke Richards <p>That said, we had some fascinating conversations which mostly centred on agile marketing and a diverse group of attendees contributed.</p> <p>Here are my top four takeaways from the day, which are covered in greater detail in my <a href="https://www.econsultancy.com/reports/people-and-process-agile-working-collaborative-tools-and-cloud-based-marketing-tech/">Digital Cream 2016 Report</a>.</p> <h3><strong>1. ‘Agile’ is a relative term</strong></h3> <p>Working in an agile way is very much rooted in the software development sector.</p> <p>Developers often prefer to work in this non-linear/non-waterfall fashion so user and <a href="https://econsultancy.com/blog/64417-horror-stories-how-to-avoid-an-a-b-testing-nightmare/">A/B testing</a> is more frequent (every week rather than just before deadline, for example) and bugs are dealt with more quickly.</p> <p>In marketing, things seem a little less nailed down.</p> <p><img src="https://assets.econsultancy.com/images/0007/4640/Digital_Cream_2016.jpg" alt="" width="800" height="533"></p> <p><a href="https://econsultancy.com/training/courses/agile-marketing/">Agile marketing</a> can relate to becoming more of a ‘social business’, using more digital technologies and giving marketers or developers more authority to launch campaigns and services in a more responsive, efficient manner.</p> <p>Our discussion of agile incorporated all of the above and ultimately represents a newer way of working which is collaborative and more driven by employees and the end users of the products and services.</p> <p>This is in contrast to, for example, simply waiting on orders from managers who often are somewhat disconnected from digital culture and the needs of the consumer.</p> <h3><strong>2. Disrupt and be disrupted</strong></h3> <p>Much of the need to go agile is driven by young businesses that are disrupting the market.</p> <p>For example, in finance we see <a href="https://www.marketingweek.com/2016/01/06/atom-bank-creates-1-4-million-logos-in-bid-to-prove-customer-obsession/">Atom Bank</a> – a boundary-less, customer-led, digital bank – behaving in ways legacy banks have never dreamed of.</p> <p>But disruption can also be something which is stimulated within agile businesses.</p> <p>With investment, staff who are empowered enough to innovate and allowed to fail, learn and re-try, can develop new products, new services or new campaign ideas.</p> <h3><strong>3. Fear stifles progress</strong></h3> <p>Most barriers to adopting agile ways of working in modern businesses seem to relate to the people working within them, rather than – for instance – lack of funding and time.</p> <p>Some staff members are concerned about digital taking over and putting jobs at risk, so it is understandable that we were hearing some people are worried about being made redundant should agile work methods be adopted.</p> <p>Attendees also spoke of fear in regards to increased transparency and scrutiny which come with greater drives to ensure team members know what others are working on.</p> <p><img src="https://assets.econsultancy.com/images/0007/4641/Digital_Cream_2016_v2.jpg" alt="" width="800" height="533"></p> <p>In-office stand-ups and weekly catch-ups may appeal to some staff members but not to those who are shy, anxious or admittedly not as efficient as they should be.</p> <p>Some marketers were keen to stress that middle managers were often the most reluctant to adopt more transparent ways of working.</p> <h3><strong>4. Education, education, education</strong></h3> <p>It soon emerged that the best way to overcome fear and other barriers to adopting agile work methods is to educate staff about the benefits of these progressive ways of working.</p> <p>Simple, shocking data (and that which comes from third-parties) can assist in getting buy-in from managers – especially if it relates to the bottom line.</p> <p>Staff on ‘the floor’ are often keen to learn about other parts of the business and new techniques as it can enhance their work skills, employability and life outside of work.</p> <p>Fundamentally, people need to be educated patiently, trustingly and without jargon about the benefits of agile working.</p> <p>For more information about our People and Process discussions at Digital Cream 2016, check out <a title="People and Process: Agile working, collaborative tools and cloud-based marketing tech" href="https://www.econsultancy.com/reports/people-and-process-agile-working-collaborative-tools-and-cloud-based-marketing-tech/" target="_blank">my report</a>.</p> tag:www.econsultancy.com,2008:BlogPost/67799 2016-05-03T11:46:00+01:00 2016-05-03T11:46:00+01:00 Facebook’s F8 updates mark shift from screens to experiences Prosper Williams <p>If you’re wondering, April 12th was the day Facebook announced its roadmap for the next ten years, with particular emphasis placed on immersive technologies like virtual and augmented reality. </p> <h3>The shift from screens to environments </h3> <p>While many of us are still making the transition from paper to digital or PC to mobile the focus of companies like Facebook, Google, Amazon and Microsoft point to a future in which the lines between the physical and virtual worlds are completely blurred.</p> <p>Images and objects, in environments such as offices, cities and homes, can now be overlaid with data to create distinctly new experiences. </p> <p>On-demand platforms like Uber and devices like smartwatches have already made consumers demand more from their digital experiences, and for many, <a href="https://econsultancy.com/training/courses/creating-superior-customer-experiences/">the customer experience</a> is now more important than the product itself. </p> <p>By creating almost infinite interface possibilities, immersive technologies not only allow brands to meet the challenge posed by experience-seeking customers, it gives them the power to make every interaction an opportunity to deliver something exceptional. </p> <h3>Building borderless, liquid experiences</h3> <p>As our world continues to become even more virtualized and sensor-rich, the constraints of a screen-based life will disappear, and with it, many organizations will have to re-frame how we compete at the level of experience. </p> <p>The brands that succeed in this evolved business environment will need to remove barriers right across the customer eco-system.</p> <p><img src="https://assets.econsultancy.com/images/0007/4484/facebook_f8.jpg" alt="" width="849" height="565"></p> <p>Not just in relation to internal hierarchy and processes, but across differing touchpoints, locations, and even industries.</p> <p>Only then can we create borderless experiences that wrap themselves around the lifestyle patterns of customers as they carry out day-to-day activities. </p> <p>This mind-set is very different to what we see in organizations today; in which we map the interactions/journeys customers have with our brands in isolation.</p> <p>In the near future, there should be no reason why I cannot  ‘tap and save’ branded content and offers directly from a mobile ad to the relevant brand in my mobile wallet, and then have that same ad served up as and when I need it. </p> <p>For example, when walking past Starbucks, I could receive offers via augmented reality, letting me know what offers were live in a particular store and whether a coupon I have saved was still valid.</p> <p><img src="https://assets.econsultancy.com/images/0007/4482/Starbucks_outlet.jpg" alt="" width="848" height="566"></p> <p>Without even stepping into the store, I could then complete the payment transaction via gesture, voice or touch control, walk in, collect my coffee and leave. </p> <p>Immersive, borderless technologies will make just these types of interactions possible, as they provide a digital overlay on the real world, to create completely new and integrated customer journeys.</p> <p>Notice in the above scenario it was difficult to tell which brand was driving the engagement, or which was the dominant channel.</p> <p>Was it the agency who trafficked the ad to my mobile device, was it my bank who used location awareness to remind me of the unused coupon sitting in my digital wallet, or was it Starbucks that offered me the coupon in the first place, based on past usage.</p> <h3>The rise of bots</h3> <p>To some, the above may sound like science fiction, but it is science fact.</p> <p>And Facebook’s second big announcement regarding bots for Messenger is version 1.0 of an interface that will unlock the potential of not only mixed reality, but <a href="https://econsultancy.com/reports/a-marketer-s-guide-to-the-internet-of-things/">the internet of things (IoT) too</a>.</p> <p>While figures vary widely, it's safe to say everyone agrees that the IoT and mixed reality will create trillions of dollars of economic value.</p> <p>But despite the hype, the lack of interoperability and a unified frictionless interface, are hindering both the IoT and immersive technologies from scaling.</p> <p>With an estimated 50bn objects connected to the internet by 2020, a world dominated by screens, text and images becomes impractical.</p> <p>If your car, home and office are all smart, intelligent and most importantly interconnected (i.e. they speak to each other), the notion you would need an app (or mobile device) to interact with each of these objects in order to carry out habitual day-to-day functions just doesn't scale.</p> <p><iframe src="https://www.youtube.com/embed/KkOCeAtKHIc?wmode=transparent" width="560" height="315"></iframe></p> <p>Ideally, if you needed something you would just ask for it, and as computational power moves into the environments around us, I believe AI and virtual personal assistants (i.e Apple’s Siri, Microsofts Cortana, Amazon’s Alexa and Google’s Now) will be the most effective way to actualise this future. </p> <p>Alexa, the VPA for Amazon's Echo, already gives consumers the ability to check their bank balances, recite recent transactions, and control home appliances all using speech recognition.</p> <p>And whilst early use cases are somewhat trivial, chatbots are just the first iteration of a much bigger play by the likes of Facebook, Amazon and Microsoft, as they <a href="https://econsultancy.com/blog/67767-will-conversational-marketing-become-a-reality-in-2016/">use conversational elements to build the experiences of tomorrow</a>. </p> <h3>What can brands do now?</h3> <p>Forward-thinking brands have always known that competing successfully in today's environment has never been about devices, channels or platforms, but following the evolution of consumer behavior to the most granular of levels.</p> <p>In this sense context always has been and will be King. </p> <p>Our current obsession with mobile is well placed, but as highlighted by thought-leaders like Sergio Nouvel, it is a little more nuanced than we think.</p> <p>The focus should be on mobility first, as opposed to mobile first, as value is now transmitted by a combination of devices, and soon to be interfaces, objects and platforms. </p> <p>As we transition from a landscape dominated by screens to environments, the focus of attention must shift from inside to outside the organisation.</p> <p>Technology has made our world so fragmentary and customer journeys so interwoven, that soon it will be almost impossible for one organisation to adapt to the countless needs and niches created by our hyper contextualised, sensor-rich world. </p> <p>To thrive, organisations that once saw themselves as competitors, may need to start seeing themselves as complementors.</p> <p>Asking the following questions.</p> <ol> <li>Where can we find opportunities to partner with third parties in order to optimize the customer journey across multiple devices and locations?</li> <li>Have we observed our customers in their natural real-world setting? Do we understand how they live, what they do, how they use things or what they need in their everyday or professional lives?</li> <li>Is our use of data limited to a particular channel, or are we using offline data to optimise the online experience and online data to optimise the offline experience?</li> </ol> <p>Finding answers to the above, allows us to get closer to the customer than ever before, revealing new opportunities along the customer journey in which we can participate and add value.</p> <p>Whilst relinquishing elements of control may bring with it (perceived) added risk, advantages such as faster innovation, greater barriers to entry and ultimately newer and richer customer experiences, far outweigh any drawbacks. </p> <p>Besides are we really in control when one customer review can determine the fate of a brand? </p> <p>The main players in the tech industry are all enhancing their value proposition because they view themselves as components in an eco-system of customer experiences, as opposed to isolated entities.</p> <p>If we are to thrive in the age of environments, while finding new ways to reach and engage with customers, we will have to do the same.</p> tag:www.econsultancy.com,2008:BlogPost/67797 2016-04-29T11:43:00+01:00 2016-04-29T11:43:00+01:00 Digital transformation: Five key tenets of a digital leader Craig Hanna <p>N.B. The roundtable operates under the Chatham House Rule, so I can’t mention the individuals or companies that attended the session.</p> <p>However, included in the audience were senior leadership from well known financial services, brewing, travel, branded consumer goods and B2B services companies. An interesting mix indeed.</p> <p>While the perspectives varied, the main themes were almost universally agreed upon.</p> <h3>1. Digital business is just business</h3> <p>This one is fairly straightforward. Doing business to the best of our ability means digital has to sit at the heart of your company's thinking.</p> <p>That said, most people think of digital as a visible layer over the top of the “real” business - one that is focused on the customer interaction. These people have little or no understanding that the operating system of doing business is changing. </p> <p>Being digital isn’t just about digitizing what you already have.</p> <p>It can involve the integration of digital technology into virtually everything, which may require whole scale changes to the foundational components of a business, from its operating model to its infrastructure.</p> <p>This means that business leaders from the CEO down need to be literate in the opportunities that technology offers and visibly back initiatives. </p> <h3>2. The digital leader is also an educator</h3> <p>Digital experts often have a passion for their chosen field. A fine attribute, but one that, left unfettered, can lead to problems.</p> <p>It can be fatal to assume that everyone is onboard from the beginning or that everyone understands what’s even possible (and is prepared to jump on board).</p> <p>Digital leaders need to think of themselves as educators and facilitators as much as they consider themselves builders and implementers.</p> <p><iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="560" height="315"></iframe></p> <p>This means having a vision based on business values that can be communicated in a way that people across the business can understand.</p> <p>Leaders also need to preempt the inevitable territorial battles down the road by preparing the ground work well in advance. </p> <p>Crucially it's about getting the business to understand what being digital-first really means and to move away from a “transformation” perspective which typically defines a disruptive process with a defined end.</p> <p>Real change to business practice, real adoption of a digital-first philosophy, means that the process never ends.</p> <p>As one attendee said, “When I started I felt I was plowing the field with my face,” adding: </p> <blockquote> <p>You need to be systematic. By understanding how your business works, what they value and who really pulls the levers you can eventually make good business arguments and be heard.</p> </blockquote> <p>It was also universally acknowledged that a company will struggle to realise the benefits of digital if it doesn't have a proper strategy and support from the top that infiltrates through the whole organisation.</p> <h3>3. Culture is the ace card</h3> <p>Everyone felt culture was the ace card.</p> <p>Digital thinking is about <a href="https://econsultancy.com/blog/67118-17-bullshit-free-quotes-about-company-culture-from-digital-organisations/">changing the culture of the business</a> and the way it operates rather than creating a technology sticky plaster. Because we all know sticky plasters always fall off in the end. </p> <p>Technology should be considered an enabler of a much larger process – becoming truly customer-centric. </p> <p>To be truly customer-centric takes deep cultural change. Everyone in the organization needs to think in terms of the customer and have the empowerment to act.</p> <p>This means that companies have to hire not just for skills but also for behavioral traits such as agility, problem solving and collaborative working. </p> <h3>4. Getting business buy-in can entail a range of strategies</h3> <p>Business buy-in, as we have already mentioned, is key and isn’t always easy.</p> <p>Having a CEO or other board supporter was seen as crucial for rapid success, but many attendees had tried a range of other strategies to get the buy-in needed.</p> <h4><strong>Establish a digital steering committee</strong></h4> <p>You’ll need support and you’ll need the perspective and expertise of a wide range of stakeholders. Don’t think you can do it all by yourself.</p> <p>Take time to find people who have the influence to make things happen. This isn’t the same as having a big job title.</p> <h4><strong>Start with smaller projects, with low visibility and lower perceived risk</strong></h4> <p>Start with smaller projects that deliver real measurable business value and use those to build consensus. Success breeds success. </p> <p>As one attendee put it:</p> <blockquote> <p>I developed a strategy of digital by stealth. I looked for manageable projects that were other people's problems and I helped deliver a digital answer.</p> <p>It's amazing the goodwill you can build quickly when you make other people look good.</p> </blockquote> <h4><strong>Look at others for inspiration</strong></h4> <p>It’s hard to be first but it's worse to be last. That’s a reality in business so use this to your advantage.</p> <p>Make people aware of what others are doing and the value they are creating. Ideally take examples in your sector but look further afield too.</p> <p>You may have to offer more translation but it might get you ahead of the curve in your sector. </p> <h4><strong>If you have board level buy-in then ask for a “digital tax”</strong></h4> <p>Even if you have a business case established and have support from the board, making it happen can still be difficult.</p> <p>To encourage people to support your digital projects and focus on a successful outcome, split the costs among all those departments that stand to benefit.</p> <p>If this is also aligned with targets and remuneration you’ll have a firm footing for success. </p> <h3>5. Maintenance is just as important as change</h3> <p>Organisations have unique issues depending where they sit on the digital maturity curve. </p> <p>Most are still struggling to fill the gaps in their capability to manage digital implementation effectively.</p> <p><em>Econsultancy’s digital maturity model has three stages: emergent, managed and optimised</em></p> <p><img src="https://assets.econsultancy.com/images/0007/4467/econsultancy_s_maturity_model.png" alt="" width="517" height="562"></p> <p>In the first instance, an organisation has to establish the foundations of its digital capability and invest to build out the essential elements such as an ecommerce platform.</p> <p>The organisation is then in a position to sell its products online and create new digital user experiences and revenue transactions. </p> <p>However, once essential core capabilities are built and the value proved, BAU (business as usual) becomes an increasingly important part of change management.</p> <p>Optimizing assets to improve performance is essential if marketing and business KPIs are to be achieved.</p> <p>This requires organisation focus and investment in the right level of resources and a collaborative change process that works so as to meet increased demands of digital from all areas of the business. </p> <p>One mistake that companies keep making is to not properly plan for developing and scaling digital change so as to maintain platforms, tools and applications once they have been built and to ensure the digital operational lights are kept on.</p> <p>What was also clear at the roundtable was how far most businesses still have to travel, not just in terms of delivering customer-centric digital experiences but in terms of knowing that they even need to.</p> <p><iframe src="https://www.youtube.com/embed/TotoIZdle3c?wmode=transparent" width="560" height="315"></iframe></p> <p><em>This post was co-authored by <a href="https://www.linkedin.com/in/chrisketley">Chris Ketley</a> from Beechgate Consulting.</em></p> tag:www.econsultancy.com,2008:BlogPost/67780 2016-04-26T15:45:06+01:00 2016-04-26T15:45:06+01:00 How the Democratic presidential candidates are using social media Patricio Robles <h3>Hillary Clinton</h3> <h3><img src="https://assets.econsultancy.com/images/resized/0007/4287/clintontwitter-blog-flyer.png" alt="" width="470" height="241"></h3> <h4>Stats At-A-Glance</h4> <ul> <li> <strong>Twitter followers:</strong> 6.04m</li> <li> <strong>Facebook Likes:</strong> 3.2m</li> <li> <strong>Instagram followers:</strong> 1.1m</li> <li> <strong>YouTube views:</strong> 10.9m</li> </ul> <p>The front-runner for the Democratic nomination, Hillary Clinton not surprisingly has a presence on all of the major social networks.</p> <p>Twitter is her most prolific channel – she's very active on the service and now has over 6m followers – but has also made use of other networks, like Instagram.</p> <p><a href="https://captiv8.io/presidential-race">According to</a> social media analytics firm Captiv8, Clinton posted the most content overall of any candidate in either party to Instagram between May 2015 and January 2016.</p> <p>She had also accrued the most Likes on Instagram of any candidate in either party.</p> <p>Clinton's social media campaign has been likened to a a "new media startup" because she has a large full-time staff dedicated to producing original digital content. </p> <p>As USA Today's Heidi M. Przybyla <a href="http://www.usatoday.com/story/news/politics/elections/2016/01/18/hillary-clinton-social-media-trump-twitter-facebook/78856358/">detailed</a>, the focus on original content has led some to compare the Clinton social media effort to the operations of successful digital publishers like BuzzFeed and Vox.</p> <p>Clinton's digital manager, Teddy Goff, who helped lead the Obama digital campaigns in 2008 and 2012, says the strategy has to be different in 2016.</p> <p>"[Before], we felt that we could pretty much reach the people we need to reach by running a really good Twitter and Facebook account," he stated.</p> <p>Now, individuals have "a higher set of expectations for how they’re going to be served." </p> <p>Despite the fact that Clinton looks to be the Democratic nominee, her competitor, Bernie Sanders, is besting her in some corners of the social mediasphere, something that the Clinton campaign <a href="http://www.cnn.com/2016/02/11/politics/clinton-campaign-social-media/">appears to have struggled with</a>.</p> <p>This past week it was announced that a Super PAC supporting Clinton <a href="http://www.marketwatch.com/story/pro-hillary-clinton-group-spending-1-million-to-push-back-against-online-commenters-2016-04-22">plans to spend $1m</a> to challenge Bernie supporters online, a strategy that might be smart but that some have questioned.</p> <h3>Bernie Sanders</h3> <h3><img src="https://assets.econsultancy.com/images/resized/0007/4288/bernieinstagram-blog-flyer.png" alt="" width="470" height="226"></h3> <h4>Stats At-A-Glance</h4> <ul> <li> <strong>Twitter followers:</strong> 2.04m</li> <li> <strong>Facebook Likes:</strong> 4m</li> <li> <strong>Instagram followers:</strong> 1.2m</li> <li> <strong>YouTube views:</strong> 27.6m</li> </ul> <p>While Bernie Sanders trails Hillary Clinton in the delegate count, he's ahead of her on many social networks, including Facebook and Instagram.</p> <p>His social lead over Clinton is most pronounced on YouTube, where he has accumulated more than 131,000 subscribers and his videos have racked up more than 27.6m views.</p> <p>That's just shy of three times Clinton's number of subscribers (Clinton has just 44,000 subscribers) and video views.</p> <p>The fact that Sanders is besting the front-runner on social media success is not surprising. </p> <p>According to Captiv8, Sanders has the most engaged online audience (defined as Likes per follower) of any candidate in either party.</p> <p>Sanders’s social success, which has led to the popular #FeeltheBern hashtag, isn't accidental.</p> <p>His digital campaign is run by Revolution Messaging, whose CEO, Scott Goodstein, was the external online director of the 2008 Obama presidential campaign.</p> <p>That campaign was a breakthrough for the use of social media in a political race, but Goodstein <a href="http://www.fastcompany.com/3058681/inside-bernie-sanders-social-media-machine">is quick to note</a> that the Sanders social media blueprint isn't a copy of Obama's.</p> <p>Today, Goodstein and his team have more experience and knowledge, as well as more social networks and larger social networks.</p> <p>There are also tools like Slack, which the Sanders team uses to communicate.</p> <p>They have put all of those to good use, but ultimately, Goldstein believes Sanders's social success is about Sanders...</p> <blockquote> <p>You want to make sure that social media and digital all have the same authentic voice and reflect the exact campaign and candidate message - [and Sanders’s message] is amazing.</p> </blockquote> <p><em>For more on this topic, read: <a href="https://econsultancy.com/blog/63672-seven-lessons-obama-s-digital-team-learned-from-a-b-testing-emails/">Seven lessons Obama's digital team learned from A/B testing emails</a>.</em></p> tag:www.econsultancy.com,2008:Report/4107 2016-04-25T11:30:00+01:00 2016-04-25T11:30:00+01:00 Digital Shift Report: Q2 2016 <p><a href="https://econsultancy.com/reports/digital-shift"><strong>Digital Shift</strong></a>, a quarterly service from Econsultancy, is intended as <strong>a guide to support strategic thinking</strong>.</p> <p>Focused tightly on digital technologies, marketing and ecommerce, it’s about <strong>delivering actionable insight on trends that will be significant in the short to mid-term</strong>, and which can be used to generate new ideas, improve business performance and stay ahead of the competition.</p> <p>The <strong>Q2 2016 report</strong> explores the most notable developments impacting digital marketing this quarter. The critical shifts are summarised below:</p> <ul> <li> <strong>Near-term marketing trends.</strong> Econsultancy’s <a title="Quarterly Digital Intelligence Briefing: 2016 Digital Trends" href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends/">research</a> into near-term digital trends reveals an increasing focus on personalisation, attribution and content optimisation as part of the all-encompassing focus on customer experience.</li> <li> <strong>Growing complexity or simplicity in martech?</strong> With apparent growing complexity in the marketing technology landscape, we look at a useful classification of martech and whether the concept of a joined-up martech stack might actually become easier to put together.</li> <li> <strong>Algorithms and artificial intelligence (AI).</strong> Algorithms are more important than ever for marketers, and likely to become even more so. We look at the implications of increasing algorithmic curation, and some concepts that speak to how algorithms and AI are making real leaps forward in capability.</li> <li> <strong>Chatbots and AI.</strong> Suddenly, everyone is talking about chatbots. We consider their role in marketing, their likely future, and some interesting examples of brands already taking steps into the world of chatbots.</li> <li> <strong>Conversational commerce.</strong> With a growing focus on conversational interfaces, what could this mean for the future of retail and commerce? Could it actually mean a reinvention of traditional forms of UX, new skills, but also entirely new opportunities for brands looking for new commerce opportunities?</li> </ul> <p><strong>Download a copy of the report to learn more.</strong></p> <p>You can access the <strong>previous Digital Shift report (Q1 2016)</strong> <a title="Digital Shift Report: Q1 2016" href="https://econsultancy.com/reports/digital-shift-report-q1-2016/">here</a>.</p> <p><iframe src="https://www.youtube.com/embed/wP5zFG2v1Xw?wmode=transparent" width="560" height="315"></iframe></p> tag:www.econsultancy.com,2008:BlogPost/67775 2016-04-22T15:15:00+01:00 2016-04-22T15:15:00+01:00 Six common reasons content marketing campaigns don't perform Patricio Robles <h3>1. You didn't do the research</h3> <p>Content marketers should remember that even though content is ultimately expected to deliver a return on investment, it won't do that if it doesn't deliver value to the target audience.</p> <p>While some content marketers might assume they know what's of value to the target audience, the best way to identify the best opportunities is to do market research before any content is created.</p> <p>Market research can take many forms, and marketers should remember that analytics data and data from CRM systems can be a valuable source of worthwhile ideas.</p> <p>For more on this, read: </p> <ul> <li><a href="https://econsultancy.com/blog/66976-are-your-audience-personas-really-helping-to-inform-your-content-strategy/">Are your audience personas really helping to inform your content strategy?</a></li> </ul> <h3>2. The content doesn't align to the objectives</h3> <p>Even great content can fall short when it's not aligned well enough to a campaign's objectives.</p> <p>For example, if a company is aiming to generate leads for a new service but its snazzy infographic is only modestly relevant to the target audience, it might not see the desired results because it won't capture attention from the right people.</p> <p>For more on this, read:</p> <ul> <li><a href="https://econsultancy.com/blog/64044-the-content-cycle-how-to-improve-your-campaign-strategy/">The Content Cycle: how to improve your campaign strategy</a></li> </ul> <h3>3. The content isn't compelling</h3> <p>The web is awash in content, and more and more companies have adopted content marketing, so it can be difficult for brands to stand out.</p> <p>If content isn't interesting, informative or insightful, a campaign isn't likely to deliver on its objectives. It's that simple.</p> <p>For some inspiration on your content marketing efforts, check out these other posts:</p> <ul> <li><a href="https://econsultancy.com/blog/66247-14-examples-of-evergreen-content-formats-that-work-wonders/">14 examples of evergreen content formats that work wonders</a></li> <li><a href="https://econsultancy.com/blog/65518-six-examples-of-interesting-content-from-boring-businesses/">Six examples of interesting content from ‘boring’ businesses</a></li> </ul> <h3>4. The presentation is lacking</h3> <p>Content experience matters.</p> <p>Making the right presentation decisions – delivery format (eg. web page versus infographic versus whitepaper PDF), typography, use of graphics and video, etc. – is critical, as is ensuring that the final product is professional if not highly-polished.</p> <p>Econsultancy's own <a href="https://econsultancy.com/blog/64539-introducing-the-periodic-table-of-content-marketing/">Periodic Table of Content Marketing</a> will help choose which content format to use.</p> <p>It's also a good example of how presentation can bring a potentially dry topic to life (even if we do say so ourselves).</p> <p><a href="https://assets.econsultancy.com/images/0004/5832/The_Periodic_Table_of_Content_Marketing.png"><img src="https://assets.econsultancy.com/images/resized/0004/5829/the_perdiodic_table_of_content_marketing-blog-full.png" alt="" width="615" height="387"></a></p> <h3>5. The distribution strategy is wrong</h3> <p>Even the best content doesn't distribute itself.</p> <p>Having <a href="https://econsultancy.com/reports/maximising-the-reach-of-your-content-assets-digital-marketing-template-files/">the right content distribution strategy</a> can mean the difference between content reaching the right people or not.</p> <p>While social media is often a potent distribution channel for content marketers, successful campaigns, particularly in B2B markets, frequently rely on other channels.</p> <p>This can include owned channels like company websites and mailing lists.</p> <h3>6. Quantity is prioritized over quality</h3> <p>While content marketing teams may feel good about their ability to produce content in large volumes, quantity doesn't guarantee results.</p> <p>This is something Chris Sheen, Head of Marketing at SaleCycle, explained in a post about <a href="https://econsultancy.com/blog/67475-why-80-of-our-b2b-content-marketing-failed">why 80% of his company's content failed</a>.</p> <p><iframe src="https://www.youtube.com/embed/TotoIZdle3c?wmode=transparent" width="560" height="315"></iframe></p> tag:www.econsultancy.com,2008:BlogPost/67730 2016-04-12T09:52:00+01:00 2016-04-12T09:52:00+01:00 Fintech startup Mondo provides slick, impressive UX: Review Martin Jordan <p>Just 136 days after its initial alpha launch, the public beta for the <a href="https://getmondo.co.uk/">Mondo banking app</a> launched on 17 March.</p> <p>It launched with an iOS-only app – I’ve been informed the Android version is on its way.</p> <p>Having registered for the app I was immediately put in a queue to wait for my card.</p> <p>Mondo has cleverly incentivised this process by giving each applicant a unique referral link. Every person that subsequently signed up to Mondo off the back of my link enabled me to jump up the queue a few places.</p> <p>My 170 Equator colleagues did me proud and thanks to them I went from position 23,000 to one in under half an hour!</p> <p>Once I reached the top it took 12 hours for the app to activate itself and that’s when I was allowed to add funds.</p> <p>However, rather than using scanning technology for ID, such as passports, driver’s licence , etc. as I thought it might, the app took my details in a traditional fashion. The flash of innovation came in the final stage of setup. </p> <p>In order to open a Mondo account, I would have to transfer a minimum of £100.</p> <p>Though I could have done the transfer manually using my Santander app, instead Apple Pay enabled a seamless bank transfer using only my fingerprint.</p> <p>Well, 10 seconds later, and I had opened a Mondo account.</p> <p><img src="https://assets.econsultancy.com/images/0007/3856/mondo_1.jpg" alt="" width="250" height="444">  <img src="https://assets.econsultancy.com/images/0007/3857/mondo_2.jpg" alt="" width="250" height="444">  </p> <p>After 48-hours, the screen changed to let me register the fact that my card had arrived...</p> <p><img src="https://assets.econsultancy.com/images/0007/3858/mondo_3.jpg" alt="" width="250" height="445"></p> <p>I liked the thick blue envelope and the orangey colour of the card; the sleeve reminded me to protect my number if I did decide to share my adventures in Future Banking.</p> <p>Which of course I did. (#geek)</p> <p><img src="https://assets.econsultancy.com/images/0007/3859/mondo_4.jpg" alt="" width="299" height="400"></p> <p>And I was in! The simple transaction screen details current balance, the day’s spend and recent transactions.</p> <p>I have to give it to Mondo. Its app is clever, it’s lean, there’s no messing about, it’s fully functional and needs no further authentication layer to get in.</p> <p>Once I open the app I can see all my transactions without tapping in another password.</p> <p><img src="https://assets.econsultancy.com/images/0007/3860/mondo_5.jpg" alt="" width="250" height="445"></p> <p>When I buy something with my new Mondo card it’s like any other normal transaction, though at this moment in time it makes use of a Prepay Mastercard debit card.</p> <p>This means that it does not come with a sort code or account code on the card, but it does have a Pin (which was texted to me) and contactless.</p> <p>I was most impressed with my purchase history with Mondo – on one occasion when making an online purchase, the Mondo app registered five seconds faster than the confirmation from the online retailer’s site!</p> <p>And every other transaction has appeared on my phone screen within two to three seconds. Speedy or what?</p> <p>Also, if Mondo recognises a store it will brand the icon next to the payment, and if it can’t it will categorise the item (e.g. ‘Eating Out’ or  ‘Groceries’).</p> <p>It also lets me add notes and photos to purchases, which give me a fuller picture of my spending activities.</p> <p><img src="https://assets.econsultancy.com/images/0007/3861/mondo_6.png" alt="" width="225" height="400"></p> <p>What’s more, I can categorise expenditure. For example, if I classify items as expenses, Mondo can collate these making it easy for me to hand into my boss.</p> <p>Dig a little deeper and I can see all purchases made over a certain amount, by ‘Merchant’ or by ‘Category’.</p> <p>And there’s even a handy graph that lets me track spend and income habits as an easy line graph.</p> <p><img src="https://assets.econsultancy.com/images/0007/3862/mondo_7.jpg" alt="" width="250" height="444">  <img src="https://assets.econsultancy.com/images/0007/3863/mondo_8.jpg" alt="" width="250" height="444"></p> <h3>Other bits…</h3> <p>Like with other banking apps, you can now send money by text. Nothing too novel there but this bit is all secured by Touch ID.</p> <p>You can chat to customer service staff at any time through a conversation window, sending images if necessary. They’re pretty fast at getting back too.</p> <p>They’ll respond through the chat window and through your email.</p> <h3>In conclusion...</h3> <p>Ok, so it’s not a full banking app yet but the platform shows incredible promise.</p> <p>Mondo has thought long and hard about the user experience, maximising the phone’s power where it can, cutting out paper almost completely (you still need the card) and making the interface incredibly intuitive.</p> <p>There are still some simple things Mondo could have done to make it even slicker but it may be working on this or may be stymied by financial regulation.</p> <p>I hope that, in time, it becomes a learning app – learning not just from your own behaviour, but from all users.</p> <p>I enjoy the wit and humour injected into the app and did not feel that it was inappropriate for a serious banking app.</p> <p>In terms of performance, the app is very fast, never stalls and purchases come through incredibly quickly.</p> <p>I think there’s a bright future here. The big banks need to watch this one intently!</p> <p><em>For more on this topic, see:</em></p> <ul> <li><a href="https://econsultancy.com/blog/67202-what-s-the-future-for-big-banks-in-a-fintech-world/"><em>What's the future for big banks in a FinTech world?</em></a></li> <li><a href="https://econsultancy.com/blog/66246-are-banking-websites-in-need-of-an-update/"><em>Are banking websites in need of an update?</em></a></li> <li><a href="https://econsultancy.com/reports/digital-transformation-in-the-financial-services-sector/"><em>Digital Transformation in the Financial Services Sector Report</em></a></li> </ul> tag:www.econsultancy.com,2008:BlogPost/67680 2016-03-29T14:04:00+01:00 2016-03-29T14:04:00+01:00 Cross-device measurement: what to look for in a solution James Collins <h3>We have the technology</h3> <p>I am reminded of Steve Austin, the astronaut from the popular 1970s TV series, The Six Million Dollar Man. His team set out to “rebuild” him, using the latest technology to design the first bionic man.</p> <p>Similarly, the technology exists to connect user journeys across screens – desktop, mobile, tablet, connected TVs and others. Through a <a href="https://econsultancy.com/blog/67110-what-does-the-rollout-of-google-cross-device-conversions-mean-for-marketers">cross-device tracking</a> solution, we have the technology to fix broken user journeys and ultimately improve the conversation between brands and consumers.</p> <p><img src="https://assets.econsultancy.com/images/0007/3390/six.jpeg" alt="six million dollar man" width="225" height="225"></p> <h3>Shopping for a Solution</h3> <p>To truly understand consumer behavior, you need to identify the role different devices play in the customer journey. I have compiled a “buyer’s guide” of five things you should consider when choosing a cross-device measurement solution.</p> <p><strong>1. Look for any joins you already have</strong></p> <p>Most businesses are sitting on piles of first party data; the first step to understanding the customer journey is to look inwards and see what you already have.</p> <p>It is likely that you will have lots of chances to join data within your organisation. Your customer database is a great source and a natural place to start. The solution you choose should be able to integrate this data and build from there. </p> <p><strong>2. Look for ways to enhance the data </strong></p> <p>Work with your measurement provider to add to your current data set.</p> <p>Your solution should allow for importing any <a href="https://econsultancy.com/blog/67674-what-are-first-second-and-third-party-data">first party data </a>where a user provides information that is consistent across devices, like an email address, customer ID or login. Of course, PII data (personally identifiable information) must be hashed and encrypted to safeguard users’ privacy at all times. </p> <p>Your provider should be able to create deterministic joins based on first party data collected and joined. Keep in mind, you are not going to get every match right – no data is 100% accurate.</p> <p>Even with deterministic first party data, there are circumstances that make the data less accurate, such as when multiple people use the same machine or when households share an email address.  </p> <p><strong>3. If you can’t find them, buy them</strong></p> <p>Your data can only get you so far. What about those who are visiting your site on their mobile or tablet for the first time, who you have yet to identify?</p> <p>Whether your provider buys the data or creates it themselves, this is where probabilistic joining comes in. Probabilistic identification involves ‘fingerprinting’ devices using a variety of attributes, such as number of cookies stored, device IDs, public data such as IP addresses and behavioural data (geographic location and movement of devices geographically across time).</p> <p>All of these factors are combined to connect disparate devices to the same user.</p> <p><img src="https://assets.econsultancy.com/images/0007/3391/print.jpg" alt="fingerprint" width="250" height="234"> </p> <p><strong>4. Use deterministic joins to increase confidence in probabilistic data </strong></p> <p>Probabilistic device joining is often very accurate, but since the process employs algorithms, analysis and probabilities to match devices there will always be a degree of inaccuracy. The ‘accurate’ deterministic data can be used to validate the joins made by the probabilistic approach.</p> <p>For example, take a user who’s identified themselves on two devices – has the probabilistic data also matched the same devices, or is it saying something completely different; then repeat this process as required. A cross-device solution provider should be able to provide the degree of accuracy for the data they have joined.  </p> <p><strong>5. Use the data to take action </strong></p> <p>Similar to painting a room, the hard work is done before you actually put fresh paint on the walls. It is in the prep, the patching and the priming that makes a newly painted room shine.</p> <p>Now that you have done the work to create the joins, you can look at all of your marketing performance and use the insights to enhance your marketing. </p> <h3>A smarter abandoned basket campaign</h3> <p>Cross-device data can be used to improve marketing effectiveness and efficiency in many ways. One example is when managing <a href="https://econsultancy.com/blog/67534-from-checkout-to-conversion-how-to-prevent-basket-abandonment">abandoned basket </a>campaigns – when a customer adds items to their online basket but does not place an order.</p> <p>A problem arises when customers are targeted with email reminders based on shopping cart abandonment on a single device. This strategy does not take into consideration real user behaviour – shopping and browsing on tablet or mobile, but making a purchase on desktop, or vice versa.</p> <p>Without a view across devices marketers are unable to see if people have actually converted, and ultimately this can result in a poor experience.   </p> <p>To be successful at targeting users who have left items in their online basket, you need a solution that captures and joins behaviour across all screens, enabling you to send relevant and timely emails to re-engage consumers. By using this insight, brands can make their emails more effective and ensure they don’t retarget customers with products they have already bought. </p> <h3>A Smart Solution for your Business</h3> <p>Marketers need to understand their customers’ cross-device journeys and through harnessing this information they can develop smarter marketing campaigns.</p> <p>When working with a cross-device solution provider, each business should strive to use their data in a pragmatic way, understanding the value that will be gained from creating this joined up view.</p> tag:www.econsultancy.com,2008:Report/3757 2016-03-23T11:50:00+00:00 2016-03-23T11:50:00+00:00 Small Business Online Resource Manager – Digital Marketing Template Files <h3>Overview</h3> <p><strong>Digital Marketing Template Files: </strong><strong>Small Business Online Resource Manager</strong><strong><br></strong></p> <p><strong>Author:</strong> James Gurd, Owner and Lead Consultant, Digital Juggler</p> <p><strong>Files included:</strong> 1 file</p> <h3>About these templates</h3> <p><strong>Who created these template files?</strong></p> <p>In some cases Econsultancy has created the templates. In others we have gone to leading experts in the relevant area and they have provided the files. Details of those people are given where appropriate in the descriptions that follow.</p> <p><strong>How should these files be used?</strong></p> <p>Being able to structure your overall digital marketing strategy is essential to make sure that the individual elements of your overall marketing work as best as they can.</p> <p>In this section, you will find information that can help you effectively manage your online assets.</p> <h3>Contents</h3> <p>In this release we have an Excel file which contains the Small Business Online Resource Manager to help you effectively manage and own your online assets.</p> tag:www.econsultancy.com,2008:BlogPost/67637 2016-03-22T11:01:00+00:00 2016-03-22T11:01:00+00:00 Maximising content-led organic traffic with free Google tools: A comprehensive guide Mark Leech <h3>Why free Google tools?</h3> <p>The range of tools available to big agencies and brands can unearth a plethora of useful data to help understand SEO and content focuses. Tools like SEMrush, Searchmetrics, Brightedge and others can be massively insightful, but their cost can be preclusive to some.</p> <p>In addition, they can require analytical, Excel-loving brains with many hours at hand to really drill down into the granular detail to extract benefits.</p> <p>Many sole traders, small businesses and SMEs just don’t have the budget or resource to invest money and time into such data, so I wanted to help by talking through how it’s possible to be really targeted with your content work, using only free tools provided by our all-powerful overlord; Google.  </p> <p>It’s never been easier to set your site up with Google Analytics and Search Console (nee Webmaster Tools). If you haven’t, do it. Now. <a href="https://www.google.co.uk/analytics/">Here</a> and <a href="https://www.google.com/webmasters/tools/home?hl=en">here</a>. </p> <p>The content strategy process is a long one, driven by mounds of data from social and SEO sources, but underneath it all lies simple logic. It’s a linear process that starts with opportunity and results in what you can get from that opportunity, so you know what’s worth doing. Then it’s a case of doing it, measuring it, and learning from it. </p> <p>Simple, right? Honestly, it can be!</p> <h3>Trends analysis</h3> <p>So let’s start at the start. We’ll set out our stall by defining who we are for this example. In this instance, we are a sports retailer – clothing, equipment, etc. As a result, we want to populate our static content and blog content with material that is in demand and meets the needs of relevant searchers.</p> <p>The first tip is to understand what has been popular in sport in the recent past. There are three Google tools that can help with this:</p> <p><strong>Google Trends</strong></p> <p>The Explore section of <a href="https://www.google.co.uk/trends/">Google Trends </a>can be massively useful in understanding previous search trends. If we are to look for a certain type of sport or sporting event, we can see relative search volumes and understand when people are searching for information on them. </p> <p>This is invaluable for insight on when to create and publish content. Remember, depending on the size and authority of your site, Google can take a while to crawl content, so be sure to publish in plenty of time for Google to crawl and index the content. </p> <p>Search trends for Wimbledon (2015), for example, clearly peak during the tournament (June 29th to July 12th). However, interest begins to rise more than a month before the start of the tournament.</p> <p>This is interesting insight as it shows that demand for content is actually spread over a wider period than expected and therefore you may be able to cut through the noise by publishing unique content earlier.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2881/image_1-blog-flyer.png" alt="google trends" width="470" height="266"></p> <p>Further down the results, we also see further information about related search queries, which can be additionally helpful.</p> <p>For example, with Wimbledon in the UK, additional queries like Andy Murray, the BBC and Roger Federer are also popular, which can help inform the content you might create.  </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2908/image_2-blog-flyer.png" alt="google trends" width="470" height="248"></p> <p>Another really useful part of Google Trends is the <a href="https://www.google.co.uk/trends/story/2015_GB">Year In Search</a> report, which looks back at the last calendar year and highlights the key events searched for during that 12 months. </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2909/image_3-blog-flyer.png" alt="year in search" width="470" height="217"></p> <p>This report can be broken down into lists based on particular categories. Lists relevant to our sports brand might be <em>People of Sport</em> and<em> Sports Events</em>. </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2910/image_4-blog-flyer.png" alt="google trends" width="470" height="357"></p> <p>This can be useful again to inform content subjects. A key question to ask is why these searches were so big. If it is because of a particular time-specific event, like Pedro’s transfer to Chelsea, then content around him perhaps won’t have legs in the future.</p> <p>However, ‘evergreen’ high-demand sports stars like Ronda Rousey will provide much higher, more consistent, levels of demand over time.</p> <p>The main Year In Search report lists the most popular search trends in the year, so leafing through this to identify search opportunities can unveil insight. The list for 2015, for example contains the Rugby World Cup, the Women’s Football World Cup and the Cricket World Cup, all of which are relevant to our sports brand.</p> <p>We know that these events don’t happen every year, but it can direct us to look ahead at what sporting events are upcoming in the next 12 months, especially World Cups and Championships, and filter this into the future content strategy.</p> <p>In 2016, for example, we know that Euro 2016 and the Rio Olympics are happening, and the Year In Search report indicates that these will drive high demand. </p> <p><strong>YouTube Trends</strong></p> <p>Working in a very similar way to Google Trends, YouTube Trends gives insight into how people have searched YouTube over time. YouTube is, after all, the world’s second biggest search engine.</p> <p>The most useful part of this tool is the Dashboard area. Many businesses (most, I hope!) will have an understanding of who their customers are, and this info can be used in Dashboard to drill down into YouTube behavioural trends.</p> <p>Our sports retail brand is UK-only and most customers are 25-34-year-old males. We can input this data into Dashboard and see what videos are popular in that demographic. Straight away we can see that in the Top 10 results, there are two sports related videos.</p> <p>This is useful stuff that helps to understand the content our target audience is consuming, and what we might create to target them.</p> <p><img src="https://assets.econsultancy.com/images/0007/3177/Image_7.png" alt="youtube trends" width="280"> </p> <p><strong>Google Correlate</strong></p> <p>Now this one is a little leftfield as it is more data heavy and requires some data formatting to work properly, but Google Correlate is a clever tool designed to show other search terms that have similar search trends to your target term.</p> <p>You can upload search trend data from Google Trends and the tool will reveal other terms that follow similar search patterns. </p> <p>The <a href="https://www.google.com/trends/correlate/draw">Draw To Search</a> function is especially clever. It allows you to draw a trend curve (for your chosen terms) and produces a list of other search terms that match a similar trend curve. </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2911/image_5-blog-flyer.png" alt="draw to search" width="470" height="272"></p> <p>This can throw up some really random results - however, there is useful stuff in there too. </p> <p>The simple way to use it, however, is to just enter a relevant term in the search box and see what matches. A search in Correlate for ‘adidas trainers’ shows correlations with other search terms containing trainer brands like Nike, and Adidas trainer models like Superstar.</p> <p>Really interestingly, however, there is also a correlation with searches for content about smartwatches. This implies there may be an audience link and smartwatch content could be of interest to our Adidas trainer customers. </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2912/image_6-blog-flyer.png" alt="google correlate" width="470" height="402"></p> <p>So, after a bit of research across Trends and Correlate, we will hopefully have generated a list of appropriate subjects and terms that we want to take forward into the next part of the process.</p> <p>The next step is to validate those opportunities by starting to understand what we might be able to generate for our business in traffic terms.</p> <h3>Targeting keywords</h3> <p><strong>Google Keyword Planner</strong></p> <p>Earlier, Correlate told us that we had a potential opportunity to target our costumers with smartwatch content, so let’s see what opportunity there is around that subject.</p> <p><a href="https://adwords.google.co.uk/KeywordPlanner">Keyword planner</a> tells us that in the UK, over the last 12 months, there are 242 related keywords we should consider looking at.</p> <p>Now, let’s be honest, our humble sports brand is not Mashable, Wired or Techcrunch, so perhaps going for headline terms like ‘smartwatches’ is not sensible. Let’s look at long tail terms (low volume, high specificity) to see if there are ‘easier’ opportunities to go after. </p> <p>If we export the results, and remove keywords with 1,000+ searches per month (the headline terms) or less than 100 searches per month (not enough potential), we’re left with:</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2914/image_8-blog-flyer.png" alt="keyword planner" width="470" height="481"></p> <p>In order to get benefit in a realistic timeframe, we also need to consider the difficulty of competing for traffic on these terms.</p> <p>Keyword Planner gives us this information in the Competition column. If we sort this column and remove those terms with the most difficulty (1 is the highest), we’re left with: </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2915/image_10-blog-flyer.png" alt="keyword analysis" width="470" height="234"></p> <p>A bit of logic tells us that ‘smartwatch news’ isn’t relevant for us as that implies long term, regular content.</p> <p>However, there are some clear winners here that we could create evergreen content around. ‘Top 10 smartwatches’ and ‘smartwatch apps’ are two in particular.</p> <p>Of course, we can create relevant content around these subjects due to the link between smartwatches and sports-fitness apps, Strava, GPS tracking, pedometers, etc. An example post might be Top 10 smartwatch apps for running.</p> <p>In 2014, Moz performed a study of organic search click through rates, and we can use this to calculate how many clicks we might expect to get from these two terms, based on the position our content ranks in and what the search volumes are.  </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2917/image_11-blog-flyer.png" alt="moz study" width="470" height="74"></p> <p>Applying this data shows us that if our content ranks in position 1 for these terms, which is viable if we have a healthy link profile and a well optimised site, then we can expect to see over 80 clicks per month for each of these terms. </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2918/image_12-blog-flyer.png" alt="keyword analysis" width="470" height="201"></p> <p>While this may not seem much, these are just two terms in what should be a plethora of opportunities. If we’re publishing a targeted piece every couple of days, based on the right data, then this number will very quickly accelerate. </p> <p>Another way of calculating click through rates, rather than using a study, is to look in another of Google’s tools...</p> <h3>Google Search Console</h3> <p>The Search Analytics section of what was known as Webmaster Tools will show you how many impressions and clicks a term has generated over a given time frame, plus the resulting click through rate and the average ranking of the term.</p> <p>Accordingly, you can start to build your own study based on your own organic performance data.</p> <p>If we look at Zazzle’s data for a long tail term such as ‘types of digital media’ for which we rank in position 1, we can see that for the chosen timeframe, the site received 94 clicks from 201 impressions, a CTR of almost 47%. </p> <p>‘Digital content types’, using the same methodology, gave a click through rate of 39% from position 1. </p> <p>Already we can see that some of our click through rates are different to those outlined in the study. With a bit of work, a study of your own average click through rates by position can be a useful endeavour, as it will mean your projections are accurate and tailored to you. </p> <p>I have created <a href="http://www.zazzlemedia.co.uk/keyword-revenue-traffic-cheat-sheet/">a cheat sheet</a> that will allow you to use the study CTRs to formulate traffic based on search volume. I have also extended it so that for commercial brands, AOV and conversion rate can be added to calculate potential revenue from each term. It also includes an area where you can enter your own CTRs if you choose to do the analysis I suggested above. </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2919/image_13-blog-flyer.png" alt="cheat sheet" width="470" height="429"></p> <p>While you are in Search Console and looking at clicks/impressions by term, take a look at the same data by page rather than by query and try to understand any patterns with regards to which content types are working better than others.</p> <p>Ultimately your current content performance is the best source of information on what your readers want to see and what will work best for you in the future.</p> <p>Perhaps it is product reviews that work for you, or Top 10 lists? Perhaps it is more visual content… video perhaps? Understanding this and plugging it into the research data you’ve done in this process will only enhance your strategy.</p> <p>Now we know what our opportunities are and what they could mean to our business in terms of traffic and revenue, we need to plan our content calendar.</p> <h3>Content planning</h3> <p><strong>Google Drive</strong></p> <p>Another great tool from Googlem using Google Sheets as a home for a content calendar is great as it allows evolution over time via collaboration.</p> <p>Multiple people working on the same document can be a nightmare, however Google Sheets mitigates that by constantly saving the document. It also gives you more control over who sees the calendar via sharing restrictions.</p> <p>Here's the <a href="http://www.zazzlemedia.co.uk/content-calendar/">calendar template that Zazzle uses</a> (or Econsultancy subscribers can download Econsultancy's <a href="https://econsultancy.com/reports/content-marketing-digital-marketing-template-files/">Content Marketing template files</a>, which feature a content calendar template).</p> <p>Of course, when you’ve got all your data-led concepts in place and a template calendar in Drive, the next bit is quite important. Ideas…</p> <p><strong>Google Keep</strong></p> <p>Even if you already use an iterative, tried and tested ideation process, this still requires meetings of minds, imagination and creativity.</p> <p>Google Keep is a great way of recording the output of brainstorming sessions, ensuring all of those creative juices are bottled and not lost post-meeting.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2921/image_15-blog-flyer.png" alt="google keep" width="470" height="303"></p> <h3>Measuring success</h3> <p><strong>Google Analytics</strong></p> <p>Now that we’ve identified, planned and executed the content calendar, now it’s time for perhaps the most important part of all – measurement and iteration. </p> <p>Whilst Search Console is a great source of information, especially for search queries since the dawn of Not Provided, Google Analytics is the best way for you to understand the success of your content.</p> <p>Below is a list of some really simple things to look at within GA, to give you a view of how successful your content is.</p> <p><strong>1. Acquisition &gt; Organic Keywords &gt; Select ‘Landing Page’ as primary dimension</strong></p> <p>This report shows you how much organic traffic has landed on each page during the chosen timeframe.</p> <p>Ultimately, our aim with all of this is to improve organic rankings for relevant terms with targeted content, so the measure has to be how much traffic that content is driving to the site.</p> <p>This report will also let us know how many of those visits are coming from new users (and therefore potential new customers) and how users are engaging with the content. If they are engaging well, we know what works. If they don’t then we need readdress the strategy. </p> <p>Finally, the report will also show any commercial impact from that traffic/content in the form of revenue, pending the setup of goal tracking, of course.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2922/image_16-blog-flyer.png" alt="google analytics" width="470" height="277"></p> <p><strong>2. Behaviour &gt; Site Content &gt; Landing Pages</strong></p> <p>As above but for all traffic, not just organic.</p> <p>Ultimately, other channels may drive benefit to your new content, especially social and referral, so it’s important to understand that. </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2923/image_17-blog-flyer.png" alt="google analytics" width="470" height="304"></p> <p><strong>3. Behaviour &gt; Site Content &gt; All pages</strong></p> <p>Similar to the above but for all traffic, not just organic, and also gives extra information on engagement with the content.</p> <p>Importantly, this report shows how many times the page is the last page a user sees before exiting the site. This can highlight issues or positives with the journey of the content and how engaging it is.</p> <p>There is also another interesting metric in this report – Page Value – i.e. how much revenue each visit to each page is driving, based on transaction/goal tracking. </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/2924/image_18-blog-flyer.png" alt="google analytics" width="470" height="304"></p> <p>Whichever reports you choose to use in GA, ensure that you’re applying those learnings right back to the start of this process.</p> <p>As I mentioned earlier, your experience of what works for your brand and audience is as valuable as any insight data, so make sure you incorporate it. </p> <p><em>For more guidance on content marketing and SEO, see the following resources:</em></p> <ul> <li><a href="https://econsultancy.com/blog/64539-introducing-the-periodic-table-of-content-marketing">Introducing the periodic table of content marketing</a></li> <li> <a href="https://econsultancy.com/reports/implementing-content-strategy-digital-best-practice">Implementing Content Strategy: Digital Best Practice report</a> </li> <li><a href="https://econsultancy.com/training/courses/content-marketing-web-mobile-social-media/">Training: content marketing for web, mobile and social media</a></li> <li><a href="https://econsultancy.com/reports/digital-content-strategy-best-practice-guide">Digital Content Strategy Best Practice Guide</a></li> </ul>